國立虎尾科技大學 |

Strategic talent management = contemporary issues in international context /

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Strategic talent management/ edited by Paul Sparrow, Hugh Scullion and Ibraiz Tarique.
其他題名:	contemporary issues in international context /
其他作者:	Sparrow, Paul.
出版者:	Cambridge :Cambridge University Press, : 2014.,
面頁冊數:	xix, 305 p. :ill., digital ; : 24 cm.;
標題:	Personnel management. -
電子資源:	https://doi.org/10.1017/CBO9781139424585
ISBN:	9781139424585

Strategic talent management = contemporary issues in international context /
Strategic talent managementcontemporary issues in international context /[electronic resource] :edited by Paul Sparrow, Hugh Scullion and Ibraiz Tarique. - Cambridge :Cambridge University Press,2014. - xix, 305 p. :ill., digital ;24 cm. - Cambridge companions to management. - Cambridge companions to management..

Mapping the Field of Strategic Talent Management:Paul Sparrow, Hugh Scullion and Ibraiz Tarique;Part I.

With contributions from leading scholars and practitioners, this Cambridge Companion examines the topical issue of talent management from a strategic perspective, mapping out insights from a number of related fields including strategy, organisational learning, marketing and supply chain management. The authors examine the challenges faced when viewing talent management in a global context, showing how both comparative and international HRM thinking have become increasingly important when, for example, managing talent in emerging markets or trying to globalise the talent management function. The book concludes with a valuable summary of key learning points about talent management for both practitioners and researchers, as well as a discussion of the most fruitful areas for future research. This Companion will be an essential resource for academic researchers, graduate students and practitioners of global strategic talent management.

ISBN: 9781139424585Subjects--Topical Terms:

554912
Personnel management.

LC Class. No.: HF5549 / .S8866 2014

Dewey Class. No.: 658.3

Strategic talent management = contemporary issues in international context /
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505 0 0 $g Part I. $t Mapping the Field of Strategic Talent Management: $g 1. $t Introduction: challenges for the field of strategic talent management / $r Paul Sparrow, Hugh Scullion and Ibraiz Tarique; $g 2. $t Multiple lenses on talent management: definitions and contours of the field / $r Paul Sparrow, Hugh Scullion and Ibraiz Tarique -- $g Part II. $t Redefining the Boundaries of Strategic Talent Management: $g 3. $t A resource-based view of talent management / $r Cliff Bowman and Martin Hird; $g 4. $t Managing expert talent / $r Greg Linden and David J. Teece; $g 5. $t A supply-chain approach to talent management / $r J.R. Keller and Peter Cappelli; $g 6. $t Employer branding and career theory: new directions for research / $r Graeme Martin and Jean-Luc Cerdin; $g 7. $t A typology of talent-management strategies / $r Ibraiz Tarique and Randall Schuler -- $g Part III. $t Globalizing the Strategic Talent-Management Agenda: $g 8. $t The strategic role of HR in the United States and China: relationships with HR outcomes and effects of management approaches / $r John W. Boudreau and Edward E. Lawler, III; $g 9. $t Emerging markets and regional patterns in talent management: the challenge of India and China / $r Jonathan Doh, Richard Smith, Stephen Stumpf, and Walter G. Tymon, Jr; $g 10. $t Globalizing the HR architecture: the challenges facing corporate HQ and international-mobility functions / $r Paul Sparrow, Elaine Farndale and Hugh Scullion; $g 11. $t Strategic talent management: future directions / $r Paul Sparrow, Hugh Scullion and Ibraiz Tarique.
520 $a With contributions from leading scholars and practitioners, this Cambridge Companion examines the topical issue of talent management from a strategic perspective, mapping out insights from a number of related fields including strategy, organisational learning, marketing and supply chain management. The authors examine the challenges faced when viewing talent management in a global context, showing how both comparative and international HRM thinking have become increasingly important when, for example, managing talent in emerging markets or trying to globalise the talent management function. The book concludes with a valuable summary of key learning points about talent management for both practitioners and researchers, as well as a discussion of the most fruitful areas for future research. This Companion will be an essential resource for academic researchers, graduate students and practitioners of global strategic talent management.
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